A History of Top Management in Japan: Managerial Enterprises by Hidemasa Morikawa

This e-book analyzes the head administration of best jap businesses. Drawing at the paintings of Alfred Chandler, Morikawa demonstrates the variation among family-owned companies and professionally controlled firms.

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Extra resources for A History of Top Management in Japan: Managerial Enterprises and Family Enterprises

Sample text

Although these enterprises conducted their activities in their own ways and handled governments and foreign capital using different methods, the desire to internationalize and increase foreign investment was common to all of them. 35 The power of the family, even if zaibatsu are thrown into the equation as a type of family enterprise, is remarkable. According to Inoue, the reason for this level of control is that the founders are for the most part still in power or, alternatively, the founders’ progeny have just inherited the businesses.

At the risk of sounding bold, I hope that I’ve been the ﬁrst into this new area of analysis and consider my ideas on the subject to be some of the most advanced in the ﬁeld. Misunderstanding Chandler’s Views Many people in Japan and other countries think, quite wrongly, that Chandler has limited his areas of discussion to the development of bureaucratic pyramids in large enterprises. Chandler, of course, considers bureaucratic organization important, but his views are certainly not limited to this.

A Japanese confectioner with a similarly long history (370 years) but a different approach was the Fujimura Company. Yet despite the similarities in age, Fujimura has taken a completely different approach. They have ﬁrmly maintained their traditional approach to the production and the selling of their products in shops. 17 Although both approaches have their difﬁculties, if the goal of a family enterprise is to preserve itself and its business, even with a minimal growth rate, this objective can be achieved by family members’ handing down the skills accumulated over years of experiences without having to rely on a layer of salaried employees.